| | | i | Managing Creativity and Innovation Harvard Business School Press | Boston, MassachusettsEnhancing Creativity Enriching the Organization aud Workplace Key Topics Covered in This Chapter Six ways to organizational enrichment How to enrich the physical workplaceIRING CREATIVE PEOPLE and grouping them into well-crafted teams, as described in chapter 6, is an essential first step toward producing greater cre- ativity and useful innovation. The second step is more difficult and requires support at the highest levels. It involves making the organi- zation and the physical workplace more supportive of creativity and innovation. Organizational Enrichment Even ifyou have put together a really hot team of creative people, that tea will produce disappointing results if it’s condemned to operate within an organization that’s unfriendly to new ideas. This was pre- cisely what people in Xerox Corporation's Palo Alto Research Cen- ter (PARC) experienced during the late 1970s and early 1980s. PARC was (and remains) a cornucopia of innovative thinking. Its brainy sci- entists and engineers had conjured up many of the technologies that would eventually power the emerging era of desktop computing: ethernet connectivity, the mouse, and a user-friendly operating sys- tem. Xerox management, however, was not receptive to those inno- vations, which were not going to produce financial returns in the time frame required by the company. Many of PARC’s innovations found their way into personal computers developed by Apple. Hewlett-Packard innovators encountered a different but equally frustrating experience around 1990.The open, decentralized organ- ization created by founders William Hewlett and David Packard had